Meeting report
Implementation of the OECD Principles: Insights and recommendations from the GFMD regional meeting for the Latin American and Caribbean region
On May 4, 2024, at UNESCO’s World Press Freedom Day Conference in Santiago, Chile, GFMD convened a Summit to discuss how to implement the OECD Development Cooperation Principles on Relevant and Effective Support to Media and the Information Environment in Latin America and the Caribbean. The Summit was co-organised with the Centre for International Media Assistance (CIMA), Media Freedom Coalition (MFC) Media Development Working Group and UNESCO’s International Programme for the Development of Communication (IPDC).
The Summit united support for independent media and the information environment across Latin America and the Caribbean by uniting journalists and media support actors with donors and policymakers in brainstorming strategies for implementing the recently adopted OECD Principles in the region.
The summit began with introductory remarks given by Ambassador Raúl Fernandez Daza, Chairperson of the IPDC, Permanent Delegate of Chile to UNESCO and Ambassador to France, who contextualised the importance of media and information within the larger global community.
“The UNESCO member states, in 2021, reaffirmed their commitment to supporting information as a public good, endorsing the principles established in the Windhoek Declaration. (...) This is fundamental for the fulfilment of collective human aspirations, including the SDGs and the 2030 Agenda.” - Raúl Fernandez
Using the OECD Principles as a catalyst for change
Discussions at the summit kicked off with a conversation moderated by Laura Becana Ball, GFMD’s Policy and Advocacy Manager, on using the OECD Principles as a catalyst for change towards improved media development and sustainability, featuring Nick Benequista, Senior Director at CIMA, and Jaime Abello Banfi, Director General of the Gabo Foundation.
In his remarks, Benequista explored the impact of digital transformation on media practices and audience engagement. He emphasised the need for media organisations to embrace technological advances to remain relevant and expand their reach. To enable a free press, he underlined the need for a comprehensive approach to media assistance: funding, capacity building, legal support, and an enabling environment where journalists can operate without fear or favour. He also stressed the importance of understanding the broader ecosystem in which media organisations function, encompassing political, economic, and social factors.
Abello Banfi highlighted the vital role of independent media, emphasising that it must be safeguarded through constant support and regional cooperation. He shared insightful case studies showcasing how long-term funding and international partnerships have helped media outlets resist political and economic pressures.
"To preserve independent media, we must create permanent support mechanisms and coalitions that bring together a variety of stakeholders, from civil society to the private sector. These coalitions will create a supportive environment for media organisations to operate free from undue influence, with the necessary resources for investigative journalism and public interest reporting." - Jaime Abello, Director General of the Gabo Foundation
Both presentations emphasised the need for adaptability, innovation, and long-term strategies to protect independent media, foster an enabling environment for investigative journalism, and secure a thriving media ecosystem.
Reflections on the OECD Principles: Identified challenges and recommendations
Following this introduction, participants were divided into six breakout groups structured around the six Principles. The discussions sought to foster dialogue on innovative solutions to the urgent challenges facing independent media in Latin America and the Caribbean, aiming to strengthen journalist safety and media sustainability throughout the region.
The following summary highlights the key points and recommended actions that emerged from these discussions.
Principle 1: Ensure that assistance does no harm to public interest media
Principle 1: Ensure that assistance does not harm public interest media.
Laura Barros emphasised that donors often compel media organisations to align with their own objectives, which can undermine journalistic integrity. She highlighted the European model of non-profit public interest media and stressed that this concept should guide media organisations in defining their role and signalling their contributions to audiences. She called for ongoing and sustained cooperation among media organisations, governments, and civil society in Latin America to strengthen journalistic integrity and independence, acknowledging the region's challenges, including the popular support for authoritarian regimes.
Jaime Abello, from Fundación Gabo, advocated for using the term "public interest journalism" (instead of public interest media) to better reflect regional realities and promote the adoption of journalistic practices that prioritise the public good among journalists and audiences. He highlighted the diverse landscape of media, including digital, traditional, local, community, citizen-based, and exiled journalism, stressing the importance of a regional, long-term vision for media support that transcends cycles and includes all countries. Abello also called for a support ecosystem that recognises individual leadership and provides incentives and recognition for journalists.
Emma García Prieto, from USAID El Salvador, noted that donors have specific agendas and objectives, which can sometimes lead to unintended harm despite good intentions. She described the shift in Central America, where media previously reliant on government advertising are now adapting to new realities by becoming more open to cooperation and emphasised the need for due diligence and accountability in donor cooperation, envisioning a future where existing media can survive through collaboration.
Jazmín Acuña, from El Surtidor, emphasised the responsibility of donors in having a clear exit strategy from countries where they operate and in being careful with communication and visibility regarding their support.
“Donors have their own objectives, and this often forces the media to adapt to these goals. We must strive to prevent this from happening. We agree that public interest journalism is better suited to our context. There is a need to bring this concept to a more regional level and also to the audiences (...) There are countries that are not considered priorities for cooperation, and this must also be taken into account.” - Jazmín Acuña
Identified challenges to the implementation
Donor influence and agendas: Donors have their own objectives and agendas and often compel media organisations to align with them, causing these organisations to focus on meeting these objectives. This indicates a challenge where media outlets may prioritise donor goals over journalistic integrity.
Political and economic pressures: Political instability and regression can adversely affect media operations and their ability to maintain independence.
Regional cooperation: There is a need for a long-term, inclusive regional vision that addresses problems transnationally and avoids selective support.
Recommendations
Continuous cooperation and permanent coalitions: Media organisations and media development agencies should engage in ongoing cooperation and coalition-building efforts. It is crucial for donors and policymakers to support the media on an ongoing basis and to generate a supportive ecosystem that encourages media recognition initiatives, such as awards, certifications, and public endorsements that highlight and reward excellence in journalism. Lessons should be learned from the human rights and civil society sectors, particularly their approach of taking a regional view to address transnational issues.
Sustainable funding models: Media organisations and media development agencies should develop sustainable funding models that do not overly depend on governmental or single-source funding. Donors should also provide ongoing support for basic institutional functions rather than project-based support.
Increase transparency: Donor organisations as well as media grantees should improve transparency in how their journalism is funded to build trust and support for media organisations.
Inclusive assistance strategies: Development organisations and donor agencies must ensure that assistance strategies include all countries and regions to avoid harmful exclusions.
Principle 2: Increase financial and other forms of support
Principle 2: Increase financial and other forms of support to public interest media and the information environment, in order to strengthen democratic resilience.
Maria Vitória Ramos, co-founder of Fiquem Sabendo, underscored the vital nexus between transparency, freedom of expression, and institutional funding. She emphasised the impact of institutional funding in preventing the misuse of government funds and advancing transparency initiatives within Latin America's media landscape. Drawing on Brazil's experiences, she highlighted the ongoing challenges faced by media entities and stressed the significance of dedication and passion in overcoming these obstacles, advocating for comprehensive investments in technology and resilience-building across the media sector to ensure sustainability and adaptability in a rapidly evolving digital age.
The discussion that followed underscored the urgency of increasing financial, technical, and logistical support for public interest media amid rising threats to communication and information, such as censorship, disinformation, and political pressure.
Identified challenges to the implementation
Complex funding relationships: Establishing and maintaining loyal relationships with donors while finding suitable funding sources can be challenging for media and media development organisations.
Regulatory and technological barriers: Issues such as zero-rating and negotiating with technology platforms present challenges in ensuring the accessibility and fair funding of news media.
Regional approach difficulties: Implementing a consistent regional approach to negotiations and support is difficult for media support organisations due to varying country-specific challenges and regulatory landscapes. These negotiations often involve securing funding, regulatory approvals, and collaboration agreements across different countries.
“Media is often understood in other areas as a tool for empowerment, but it is important to support independent media without undermining it. (...) Transparency around the existing mechanisms is needed to facilitate the marketplace for smaller organisations that are trying to gain entry.” - Carla Egydio, Ajor.
Recommendations
Awareness raising and reallocation of funds: Media support organisations should raise awareness of the importance of independent media among donors. This includes advocating within donor agencies to reallocate strategic communications funds in sectors like health and the environment towards direct media funding.
Improve transparency and consultation: Media support organisations should develop and promote transparent funding mechanisms, as well as consultation and feedback mechanisms, to ensure ongoing dialogue and alignment between donors and media organisations.
Establish realistic goals: Media organisations should work with donor organisations and private foundations to establish realistic, explicit, and quantifiable goals to attract and justify funding.
Broaden coalitions: Media support organisations should leverage platforms like the World Economic Forum, G20, and UNESCO´s World Press Freedom Day to foster broader participation and advocacy. They should utilise partnerships like the Media Freedom Coalition (MFC) and UNESCO to access high-level forums and advocate for media support.
Principle 3: Take a whole of system perspective
Principle 3: Consider the media and information environment as a development sector in itself, a critical part of efforts to promote and protect democracy, human rights, gender equality and development as well as a sector which can support the implementation of other development goals.
Laura Agosta, from IREX, emphasised IREX´s work on information ecosystems, focusing on the crucial principle of adopting a systemic and holistic perspective. She highlighted several key points, including collaborative efforts with regional organisations to produce actionable reports and analyses and stressed the necessity of supporting both short and long-term media development initiatives to ensure media resilience and security, which are fundamental for future sustainability. She also discussed the role of rapid assistance and growth labs in delivering scalable support to media organisations, underscoring their importance in fostering innovation and sustainability in the media sector.
In the discussion that followed, participants emphasised the need for a holistic approach to supporting the media environment sustainably, envisioning journalism that serves the public interest, is free from economic pressures, and is capable of paying fair wages. Achieving this requires coalition building and political alliances to change economic structures and incentives. Donors and international assistance should provide forums, workshops, and collaborative networks for media to address challenges and find solutions. Additionally, they should establish mechanisms such as public awareness campaigns, community engagement initiatives, and feedback systems to maintain and enhance societal support, recognising journalism as a public good for all demographics.
Identified challenges to the implementation
Short-term assistance: Many current support mechanisms are short-term and project-based, which is insufficient for long-term empowerment.
Lack of resources: Insufficient resources hinder the ability of journalists and media organisations to foster long-term visions and build public trust. Media organisations face financial constraints, also making it difficult to pay fair wages and sustain operations.
Lack of comprehensive diagnostics: Media support organisations and policymakers lack adequate data and analysis of the media environment, which hinders effective support.
Recommendations
Public engagement and trust: Media and media support organisations should focus on restoring public confidence in public-interest journalism through diagnostics and public discussions that enable journalists and media professionals to foster a vision for long-term partnerships.
Long-term media assistance: Donor agencies and international organisations should adopt a long-term approach to media assistance, empowering stakeholders and systems through strategic programming.
Robust diagnostics and data-driven analyses: Media development agencies should conduct robust diagnostics and data-driven analyses of media landscapes to provide tailored support across print, broadcast, digital, and investigative journalism.
Innovative business models: Media organisations should be encouraged to develop innovative business models for financial resilience, supported by a conducive legal framework, access to information, and journalist safety.
Engagement with global fora and tech companies: Media support organisations and advocacy groups should engage with global fora and tech companies to influence policy debates and contribute to efforts to combat misinformation.
Principle 4: Strengthen local leadership and ownership
Principle 4: Strengthen local leadership and ownership, empowering media partners as well as other actors in the information environment such as civil society organisations and online content creators to meaningfully participate in policies and programmes.
Isabela Ponce, from GK, highlighted the urgency of reevaluating global funding mechanisms to better address the distinct challenges faced by countries in crisis, using Ecuador as a pertinent example. She critiqued existing funding frameworks for their failure to sufficiently adapt to the nuanced circumstances of individual states. She advocated for a more direct engagement with media organisations in these countries, emphasising the need for tailored financial support strategies that can enhance the quality and impact of journalism. Her remarks underscored the importance of prioritising effective and targeted assistance to bolster media resilience and efficacy in challenging environments.
Arturo Wallace, from BBC Media Action, highlighted that donor countries should adopt principles that allow for more flexibility and decision-making power at the local level, suggesting that this would lead to more sustainable media operations focusing on community interests rather than donor agendas.
“If we talk about public interest in journalism, it must respond to the interest of local communities and not to much more global agendas. We believe it is essential to highlight that in local contexts people can get information that is relevant” - Arturo Wallace
Eugenia Olán, from Revista La Brújula, noted that as a feminist media organisation, they often face stigmatisation and funding challenges due to the sensitive topics they cover, such as women's issues and reproductive rights. They emphasised the need for funding that supports diverse topics while meeting grant requirements, not just those prioritised by donors.
René Linares, from ARPAS, discussed the difficulties that nonprofit media face in accessing funds, as journalism and communication are often small parts of larger projects and most funding is allocated to broader projects rather than specific media initiatives. He noted the decline in advertising revenue post-pandemic and the need for projects that guarantee the public’s right to communicate and receive information freely.
Some participants highlighted regional disparities in funding and training for regional news media organisations, for example, in El Salvador, where most resources were concentrated in San Salvador, leaving other regions with limited support. Others emphasised the need for inclusive capacity-building and financial support. They highlighted Brazil’s efforts to expand public communication networks through partnerships between the government and universities as an example of successful collaboration. Strengthening leadership by empowering communicators, beyond financial and technological support, was seen as crucial.
Identified challenges to the implementation
Access to funding for nonprofits: Nonprofit media organisations struggle to access funds, as most funding is allocated to broader projects rather than specific media initiatives.
Limited recognition of new leaders in the media sector: Current cooperation models often fail to recognise and support emerging leaders and processes in the media sector.
The stigmatisation of media: Feminist and other sensitive-topic media face stigmatisation, impacting their access to funding.
Regional disparities: Funding and training are often concentrated in capital cities, leaving smaller regional media underserved.
Recommendations
Adaptation to local contexts and flexible agendas: Donor organisations and international bodies should ensure cooperation is independent, flexible, and adapted to local contexts. Mechanisms should be created to provide access to relevant information and to strengthen the institutional capacities of media outlets, journalists, and media organisations. These could include training programs, funding opportunities, legal support, and platforms for information sharing.. Media support organisations should establish new links with local media leaders to encourage their participation in collaborative initiatives and to promote widespread access to resources.
Inclusive capacity-building efforts: Media development agencies should ensure that capacity-building efforts include regional and underserved media, providing equal opportunities for growth and development.
Support for media representative bodies: Donors and development organisations should support media associations, advocacy organisations, and coalitions, investing in programs for media education to enhance their effectiveness.
Recognition and support for new leaders: Media organisations and donor agencies should expand their partnerships beyond a select few entities. They need to update their cooperation models to recognise and support new leaderships and emerging processes, thus diversifying their collaborative efforts to reflect current realities.
Mechanisms for access to information: Development organisations and media support bodies should create digital platforms, information hubs, and community engagement programs that facilitate access to diverse and timely information. These mechanisms should prioritise providing information related to public health, education, civic engagement, and local news pertinent to different contexts. Development organisations and media support bodies should strengthen media, journalists, and organisations, ensuring they can access resources effectively, such as funding from donors, technical expertise, training programs, and access to technology.
Principle 5: Improve coordination of support
Principle 5: Improve coordination of support to the media and information environment, both among donor agencies and between development and diplomatic efforts to support media freedom, especially in contexts of crisis.
In the context of democratic backsliding such as in El Salvador, where the media faces threats, censorship, and a general decline in human rights - participants emphasised the importance of coordination between development initiatives focused on economic growth, social progress, and sustainable development, and diplomatic efforts to address regional challenges effectively. Existing efforts in El Salvador include short and long-term approaches to journalist safety, involving collaboration with journalist networks. IREX, primarily through its SAFE project, has been conducting safety training in El Salvador for years.
Derek Thorne, from MFC, outlined a three-step coordination process: internal coordination to ensure projects complement each other, looking out to see what other donors are there, and engaging in diplomatic-level coordination.
A representative from the German Foreign Office noted that coordination starts within the Ministry and extends to other donors and embassies to ensure comprehensive support for media projects.
Drusilla Menaker, from USAID/Washington, highlighted the challenge of identifying who drives coordination at the country level, suggesting it often falls to implementing partners rather than donors. This dynamic can lead to challenges such as conflicting priorities among different implementing partners, delays in decision-making processes, and difficulties in aligning strategies across multiple stakeholders.
Elena Koehler, from DW Akademie, pointed out opportunities for better alignment with broader international development initiatives, such as leveraging existing networks and partnerships, aligning goals with global sustainable development agendas (like the SDGs), and integrating media development efforts with broader governance and transparency initiatives.
Milica Pesic, from the Media Diversity Institute, cited successful donor coordination following the Arab Spring in Tunisia, where donors met weekly with implementers. However, she noted the lack of coordination between embassies and foreign ministries in other contexts. She also emphasised the need to involve niche organisations in coordination efforts to leverage specialised expertise.
The discussion explored government engagement in civil society-led coordination efforts, with participants agreeing that examples from countries like Ukraine show potential for effective collaboration. IFEX suggested using embassy networks for issue-specific coordination, though resource limitations within embassies are a common obstacle. Improved coordination could be achieved by mapping actors in each country. Participants emphasised that coordination should involve dialogue among diplomacy, development, and civil society actors, not just around funding. Effective facilitation requires general guidelines rather than complex bureaucratic systems, drawing on experiences from organisations like the OECD.
Identified challenges to the implementation
Internal coordination: Donors, Development organisations and media support bodies often struggle to ensure that their various projects complement each other, leading to inefficiencies and overlap in efforts and outcomes.
Country-level coordination: There is often a lack of structured coordination among donors and implementing partners at the country level, resulting in fragmented efforts and duplication of work.
Resource limitations: Embassies and other diplomatic entities frequently face resource constraints, hindering their ability to actively participate in and facilitate coordination efforts.
Recommendations
Multi-level coordination and existing initiatives: Government agencies and donor organisations should prioritise coordination at different levels, building on existing initiatives and enhancing collaboration with new actors. This involves improving alignment and cooperation with emerging stakeholders who contribute to development and media support efforts.
Enhance information sharing: Donor organisations and implementing agencies should establish effective ways to share information and improve coordination, emphasising flexible and efficient communication methods over formal structures.
Develop general guidelines: Clear and general guidelines should be created to facilitate coordination at the country level, effectively localising the OECD principles to suit specific contexts.
Map actors and stakeholders: Media support organisations should conduct a comprehensive mapping of actors and stakeholders in each country to better understand the coordination landscape and identify potential collaborators.
Regular coordination meetings: Implementing agencies and donor organisations should establish regular coordination meetings, such as quarterly gatherings of implementing partners, to ensure ongoing dialogue and collaboration.
Diplomatic toolkit: Government bodies and international organisations with relevant expertise should develop resources like a diplomatic toolkit, grounded in the OECD principles, to guide embassies in supporting media development, emphasising the importance of information sharing and utilising available knowledge.
Principle 6: Invest in knowledge, research, and learning
Principle 6: Invest in knowledge, research, and learning
Participants underscored the need for forging alliances among media organisations, journalists, universities, and relevant stakeholders at national and international levels. These partnerships are essential for fostering collaborative initiatives and leveraging collective expertise and resources for sustainable media development.
Discussions emphasised the importance of conducting comprehensive stakeholder mapping exercises to identify actors and their respective roles in the media landscape. Horizontal collaboration, initiated from grassroots levels, emerged as a potent strategy for fostering synergies and maximising the impact of interventions across various media sectors.
Gender mainstreaming and promoting social inclusivity within media organisations emerged as critical considerations, emphasising the need for creating inclusive media environments that reflect diverse perspectives and address societal inequalities through informed and equitable media coverage.
"It is important to invest in training that is flexible, innovative, and applicable to understand the contexts in which journalists live. We have even discussed hybrid systems, but it is also crucial to include the perspective of gender and social inclusion. We must work to counteract the digital divide and understand all types of contexts." - Omar Rabago, Internews.
Identified challenges to the implementation
Limited resources: Financial constraints and inadequate infrastructure pose a significant challenge to implementing the OECD principles and hinder effective media development initiatives, particularly in developing countries.
Capacity building needs: The need for comprehensive training and capacity-building programs to equip media professionals with the necessary skills and knowledge should be addressed.
Digital divide: The persistent digital divide hinders access to information and communication technologies, especially in underserved communities.
Diversity and inclusion: The lack of equitable representation and opportunities for marginalised groups within media organisations remains a persistent challenge.
Recommendations
Training and media literacy: Media organisations and educational institutions should implement media and information literacy programmes for various stakeholders, including students, journalists, educators, and the general public through hybrid formats combining face-to-face and online activities.
Address the digital divide: Government bodies and development agencies should provide training and improve infrastructure, especially in disadvantaged communities, to bridge the digital divide.
Targeted training programmes: Media development agencies and training institutions should develop and implement tailored training programmes addressing the specific needs of different media professionals and outlets.
Foster collaboration: Media outlets, universities, civil society organisations, and other stakeholders should be encouraged and supported through funding, networking opportunities, and capacity-building initiatives to collaborate, share knowledge and best practices.
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